The Question – How do you delegate an important project so that you don’t get involved in the detail and micro- manage people, but still make sure you are on top of things and don’t get any nasty surprises?

The Answer - This is a very common issue for leaders, and it is particularly troublesome for managers who are only comfortable when they know a lot of detail and have themselves closely involved in projects. These are often the same managers who have risen in their organization because they manage detail well and deliver high quality results that their bosses appreciate. The problem is that you can’t stay in all of the detail as you rise to higher levels, or you will be micromanaging others and overloading yourself terribly. At some point, your scope of responsibility will become so big that you can’t progress and maintain any kind of a personal life if you can’t let go, step back, and trust others.

So here are some approaches to consider. Think about your team and your situation, and begin experimenting. See if you can adapt an approach that works for you.

• Before you delegate, prepare yourself to let go and hand over as much control as possible without losing the ability to be certain that the result will be a good one.
• Think it through and be sure you can see the things that really matter to you in terms of 1) outcome, 2) steps to be taken, 3) time requirements and 4) reporting along the way.
• Specifically ask yourself “what will I have to know at each stage to be sure we don’t have a major problem?” An important issue is the experience level of those who will do the work.
• Then comes the tricky part. Don’t tell your delegates what to do. Instead, brief them on the importance of the project and the critical things they will need to attend to for a great result. Then discuss what an ideal outcome would include and how they will achieve it. Share your views, but also listen hard to theirs. The more they feel respected, the more inspired they will be to support you.
• Also negotiate, the frequency and detail required in reporting. Let them know why you need the information. In all of the negotiation try to engage their intelligence for the best possible project, but don’t cave on things that you feel are not negotiable.
• Finally, have them write up what they are promising to do, so you are both clear on the commitments and accountability. Then give them space to work, but make sure they report and make progress as agreed.